103 CHAMPIONING HUMAN RIGHTS & HUMAN CAPITAL DEVELOPMENT Recent achievements • The Group HR Director title updated to Group Chief HR Officer in line with the position’s scope and responsibilities. • Significant improvement of our data analytics through the implementation of the Global HRIS which provided the ability to utilise people data in making sound business decisions. • Development of a Governance document following the implementation of the Global HRIS. • Embedded the people risks to the business into the quarterly business risks reviews with tracked and updated mitigation actions. Resourcing We have carved our leadership position in ESG which enables us to build a strong brand reputation that reflects how we care for the environment, our people and communities. Yinson is committed to supporting the local communities in the areas we operate through employment which strengthens the local economy and develops expertise locally. Our League of Extraordinary Apprentices Programme (“L.E.A.P.”) is focused on graduates in the onshore offices. Yinson also aims to create an effective and comprehensive retention strategy that holistically covers all aspects of an employee’s career and wellbeing through learning and development (“L&D”) programmes, various performance and rewards schemes as well as enhancing our DEI practices. Recent achievements • L.E.A.P. expanded to provide Green Technologies and HR streams and LEAPsters also completed the onboarding process via Global HRIS. • Recruitment approach targeted to specific disciplines for ease of management and assessment of shortlisted candidates. • Increased engagement with tertiary education institutions in our efforts to attract the right talent pool. • Introduction of the Recruitment module to improve processes. The module is able to capture, track and shortlist candidates enabling efficient and transparent resourcing. SUSTAINABILITY REVIEW Talent & performance management Yinson’s Succession Planning Strategy is designed to ensure continuity in all critical positions in the Group through a structured plan which identifies potential successors who are mentored for future leadership roles. In addition, the Group also explores capable talent pools to fulfil roles and responsibilities and develop required competencies. In practising continuous performance management, we highly prioritise our employee health and wellbeing by creating a conducive work environment. We understand that for our employees to deliver their best work, we need to build a culture of holistic wellbeing which covers mental and physical health as well as financial security, career progression and contributions to the community. We also set our goals to maintain a healthy level of work-life balance to enable our people to manage personal and professional priorities. This approach is supported by our Yinson Future of Work Philosophy, developed to provide choice, flexibility and autonomy to our people and is built on trust and empowerment. Recent achievements • Introduced the Continuous Performance & Feedback and Development Goals features in the Global HRIS’ Performance Management module. These features enable the capturing, tracking and identification of development areas and closing skill gaps. Apart from supporting L&D, employees can also self-assess their career development needs in line with their own career aspirations. • Championed health and wellbeing initiatives across our office locations, by providing free health screenings, organising health and wellbeing open days, and reinvigorating our sports and social clubs. • Held regular health talks and seminars to promote a healthy lifestyle and mental wellbeing.
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